For confidentiality reasons, the photographs of our work are not publicly available. You can view our portfolio using a special code.
Who We Are
SKRINEX Group (hereinafter referred to as "SKRINEX") is a group of companies specialising in industrial engineering, design, industrial construction, mechanical erection and EPC support, with a focus on metallurgical, heavy-industrial and decarbonisation projects across Europe. Our multidisciplinary capabilities cover the entire project lifecycle, from concept and detailed engineering to construction, installation, commissioning and maintenance. The SKRINEX Group consists of the parent company SKRINEX INDUSTRIAL Sp. z o.o. (Poland) and its subsidiaries SKRINEX DE UG (Germany) and SKRINEX URBAN LTD (Great Britain). We operate jointly, leveraging the full potential and expertise of our team.
Fundamental Principles · Values · Commitments
Constitution of SKRINEX Group
Click a chapter to open the document at that page · click ▸ to see subsections
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- 3.1The mission of SKRINEX Group27
- 3.2Our value to the client27
- 3.3Our value to employees28
- 3.4Our value to partners28
- 3.5Our value to industry29
- 3.6Safety as part of our mission29
- 3.7Technology as an instrument for implementing the mission30
- 3.8Our mission toward SKRINEX Group itself30
- 3.9A brief formula of the mission31
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- 4.1What SKRINEX Group must become32
- 4.2An international Group32
- 4.3From contractor to comprehensive industrial partner33
- 4.4Development of key directions33
- 4.5Proprietary technologies33
- 4.6Artificial intelligence and the digital industry34
- 4.7The safety of the future34
- 4.8A strong workforce of our own35
- 4.9The SKRINEX knowledge system35
- 4.10Financial stability and independence36
- 4.11Managed growth36
- 4.12The horizon of development36
- 4.13The ultimate vision37
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- 6.1Commitments to Clients44
- 6.2Commitments to Employees44
- 6.3Commitments to Partners and Contractors45
- 6.4Commitments to the State and Society45
- 6.5Commitments to Safety46
- 6.6Commitments to Quality46
- 6.7Commitments to the Future of SKRINEX Group47
- 6.8The Commitment to Tell the Truth47
- 6.9The Commitment to Correct Errors48
- 6.10The Reciprocity of Commitments48
- 6.11The SKRINEX Principle of Commitment48
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- 7.1Lawfulness50
- 7.2Fulfilment of Commitments50
- 7.3Commercial Viability51
- 7.4Financial Discipline51
- 7.5Transparency of Commercial Decisions52
- 7.6Zero Tolerance for Corruption52
- 7.7Conflict of Interest52
- 7.8Protecting the Interests of SKRINEX Group53
- 7.9Working with Suppliers and Contractors53
- 7.10Fair Competition53
- 7.11Risk Management54
- 7.12Attitude to Profit54
- 7.13Money Follows Results55
- 7.14Long-Term Interest over Short-Term Gain55
- 7.15Reputation as a Business Asset55
- 7.16Speed of Decision-Making56
- 7.17A Wrong Decision Is Better than No Decision56
- 7.18The Common Business Interest of the Group56
- 7.19The Core Principle of Doing Business57
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- 8.1The Client as the Foundation of Business58
- 8.2Understanding the Client's Task58
- 8.3The Client's Trust58
- 8.4The Client Must Not Run Our Internal Organisation59
- 8.5Clear Agreements59
- 8.6Additional Works60
- 8.7Problems Must Be Reported in Advance60
- 8.8Come with a Solution60
- 8.9A SKRINEX Error61
- 8.10A Client Error61
- 8.11Safety above Commercial Pressure61
- 8.12Respect without Subservience62
- 8.13Conflict with a Client62
- 8.14Communication62
- 8.15One Voice for SKRINEX63
- 8.16Confidentiality63
- 8.17Client Information within the Group63
- 8.18Feedback64
- 8.19The Repeat Client64
- 8.20Not Every Client Is Our Client64
- 8.21Value above Price65
- 8.22The Ultimate Principle of Client Relations65
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- 9.1People as the Foundation of the Group66
- 9.2The Kind of Person We Want in SKRINEX66
- 9.3Professionalism67
- 9.4Responsibility for One's Own Work67
- 9.5Respect within the Team67
- 9.6A Strong Team Matters More than a Strong Individual68
- 9.7Initiative68
- 9.8The Right to Ask Questions68
- 9.9The Attitude to Mistakes68
- 9.10Employee Development69
- 9.11Career Advancement69
- 9.12The SKRINEX Manager70
- 9.13The Manager as an Example70
- 9.14Demanding High Standards70
- 9.15Underperformance71
- 9.16Strong Employees71
- 9.17Reward71
- 9.18Training72
- 9.19Knowledge Transfer72
- 9.20An International Team72
- 9.21Communication between People73
- 9.22Trust and Control73
- 9.23Personal Reputation73
- 9.24Unacceptable Behaviour73
- 9.25The Company and the Person74
- 9.26The Main Principle74
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- 10.1Everyone Is Responsible for the Results of Their Zone75
- 10.2Responsibility Begins with Facts75
- 10.3A Problem Must Be Voiced75
- 10.4A Mistake Must Not Be Concealed76
- 10.5Responsibility Does Not Mean Assigning Blame76
- 10.6Every Decision Must Have an Owner77
- 10.7Initiative Is Welcomed77
- 10.8Do Not Wait for Perfect Information77
- 10.9Escalation Is a Tool, Not a Weakness78
- 10.10Do Not Shift Responsibility78
- 10.11The Manager's Responsibility78
- 10.12The Employee's Responsibility78
- 10.13A Decision Once Made Must Be Executed79
- 10.14Responsibility for Inaction79
- 10.15Feedback79
- 10.16The Post-Event Review80
- 10.17A Completed Task Is a Confirmed Result80
- 10.18Freedom of Action and Responsibility80
- 10.19Responsibility for Resources81
- 10.20Responsibility for Reputation81
- 10.21Do Not Excuse Poor Results with Good Intentions82
- 10.22Responsibility for Learning82
- 10.23The "Make It Work" Culture82
- 10.24The Core Principle of the Culture of Accountability82
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- 11.1Human Life and Health84
- 11.2Safety as Part of Operations84
- 11.3Personal Responsibility for Safety84
- 11.4Stop Work Authority85
- 11.5The Right to Refuse Hazardous Work85
- 11.6Prevention Is More Important Than Investigation85
- 11.7Near Miss86
- 11.8Open Reporting of Hazards86
- 11.9Zero Tolerance for Deliberate Risk86
- 11.10The Manager and Safety86
- 11.11Planning Before Work Begins87
- 11.12Changes in Conditions87
- 11.13Competence88
- 11.14Personal Protective Equipment88
- 11.15Collective Safety88
- 11.16Contractor Safety89
- 11.17Training and Reinforcement89
- 11.18Digital HSE Culture89
- 11.19Warning-Driven Safety90
- 11.20Collective Vision90
- 11.21Safety and Artificial Intelligence90
- 11.22No Safety for the Sake of Statistics91
- 11.23Incident Investigation91
- 11.24Leadership Safety Walks91
- 11.25Safety and Productivity92
- 11.26The Right of Every Person to Be Heard92
- 11.27Continual Improvement92
- 11.28The Ultimate Principle of SKRINEX Safety92
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- 12.1Quality as a Commitment94
- 12.2Right First Time94
- 12.3Understanding Requirements94
- 12.4The Performer's Responsibility95
- 12.5Quality Control95
- 12.6Documented Quality95
- 12.7Nonconformity96
- 12.8The Cause, Not Only the Fix96
- 12.9Recurring Defects97
- 12.10Supplier and Subcontractor Quality97
- 12.11Material Quality97
- 12.12Tools and Equipment97
- 12.13Communication Quality98
- 12.14Change Management98
- 12.15Quality and Deadlines98
- 12.16Quality and Cost99
- 12.17Acceptance of Work99
- 12.18Workplace Quality99
- 12.19Quality of Management100
- 12.20Quality as Reputation100
- 12.21Continual Improvement100
- 12.22Technology and Quality100
- 12.23Quality as a Habit101
- 12.24The Core Principle of Quality101
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- 13.1Discipline as the Foundation of Results102
- 13.2A Deadline Is a Commitment102
- 13.3Realistic Planning102
- 13.4Breaking Down a Large Task103
- 13.5The Owner of a Task103
- 13.6Productivity104
- 13.7Hours Alone Are Not a Result104
- 13.8The Start of the Working Day104
- 13.9Preparation of the Work Front105
- 13.10Progress Monitoring105
- 13.11Plan Versus Actual105
- 13.12A Problem Must Have a Resolution Deadline106
- 13.13Priorities106
- 13.14The Critical Path106
- 13.15Speed of Response107
- 13.16Meetings Must Lead to Action107
- 13.17Short and Precise Communication107
- 13.18Changing a Decision107
- 13.19Documentation108
- 13.20Handover of a Task108
- 13.21Completion of a Task108
- 13.22Escalating a Lag109
- 13.23A Manager's Discipline109
- 13.24An Employee's Discipline109
- 13.25Urgency and Importance110
- 13.26The System Must Reduce Dependence on Memory110
- 13.27Digital Discipline110
- 13.28Execution Matters More Than a Polished Report111
- 13.29Consistency111
- 13.30The Core Principle of Delivery Discipline111
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- 14.1Leadership as Responsibility112
- 14.2The Manager as an Example112
- 14.3A Leader Must Give Direction112
- 14.4Clarity of Tasks113
- 14.5Authority and Responsibility113
- 14.6Decisiveness113
- 14.7The Ability to Listen114
- 14.8A Manager Must Not Surround Themselves Only with People Who Agree114
- 14.9Demanding Standards114
- 14.10Protecting the Team115
- 14.11Responsibility for the Team's Mistakes115
- 14.12Developing People115
- 14.13Succession116
- 14.14The Leader and Information116
- 14.15Composure Under Pressure116
- 14.16The Leader and Conflict117
- 14.17The Manager's Financial Responsibility117
- 14.18The Leader and the Client118
- 14.19The Leader and Safety118
- 14.20The Leader and Fairness118
- 14.21Recognizing Results118
- 14.22Unpopular Decisions119
- 14.23Leadership Without Micromanagement119
- 14.24A Manager's Level Is Determined by the Level of Their Team119
- 14.25Managerial Courage120
- 14.26The Interest of the Group Above Personal Status120
- 14.27Leadership as Service to the Result120
- 14.28The Core Principle of SKRINEX Leadership121
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- 15.1SKRINEX as a Company of Entrepreneurs122
- 15.2Seeing Opportunity122
- 15.3Initiative Must Create Value122
- 15.4Responsibility for the Company's Money123
- 15.5The Cost of Time123
- 15.6Not Waiting for an Order for Every Improvement124
- 15.7Small Improvements Matter124
- 15.8Experiment124
- 15.9Failure in a Reasonable Experiment125
- 15.10Thinking About the Client125
- 15.11The Entrepreneurial Mindset on Site125
- 15.12Additional Value126
- 15.13New Lines of Business126
- 15.14The Entrepreneurial Mindset and Risk127
- 15.15Not Confusing Revenue With Success127
- 15.16Margin and Value127
- 15.17Investment128
- 15.18Scalability128
- 15.19Using the Potential of the Entire Group128
- 15.20Internal Cooperation Instead of Internal Competition129
- 15.21Solving the Problem at Its Source129
- 15.22Simplicity129
- 15.23Speed129
- 15.24Ownership of the Result130
- 15.25Learning From the Market130
- 15.26From Idea to Result130
- 15.27Entrepreneurship and Discipline131
- 15.28Knowing When to Stop131
- 15.29Entrepreneurial Leadership131
- 15.30The Core Principle of the Entrepreneurial Mindset131
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- 16.1Technology as Part of the Strategy133
- 16.2Technology Must Solve a Real Problem133
- 16.3The Source of Innovation Is Real Industrial Work133
- 16.4Artificial Intelligence134
- 16.5Humans and Artificial Intelligence134
- 16.6Computer Vision135
- 16.7Wearable Technology135
- 16.8SKRINEX OMNIS135
- 16.9Prevention Instead of Recording136
- 16.10A Collective Intelligent Environment136
- 16.11Digital Worker Passport136
- 16.12Digital Learning137
- 16.13Data137
- 16.14Digitalization of Processes137
- 16.15Automation138
- 16.16Integration of Technologies138
- 16.17Edge AI139
- 16.18Cybersecurity139
- 16.19Confidentiality and Personal Data139
- 16.20Technology Must Be Convenient for People140
- 16.21Piloting140
- 16.22Measuring the Effect140
- 16.23Proprietary Intellectual Property141
- 16.24Partnerships with Developers and the Research Community141
- 16.25Technology as a Standalone Business141
- 16.26International Scaling of Technologies142
- 16.27The Speed of Innovation142
- 16.28Not Being Afraid to Abandon a Technology142
- 16.29Technology and Human Dignity143
- 16.30The Core Principle of Technological Development143
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- 17.1One Group — Different Legal Entities144
- 17.2The Common Interest of the Group144
- 17.3Workforce as the Potential of the Entire Group144
- 17.4Joint Project Teams145
- 17.5Intra-Group Subcontracting145
- 17.6Legality of Intra-Group Collaboration146
- 17.7Material Resources146
- 17.8Do Not Buy What Already Exists Within the Group147
- 17.9A Common Competency Base147
- 17.10Knowledge Sharing148
- 17.11Common Standards148
- 17.12A Uniform Level of Quality148
- 17.13Handing a Client Over Within the Group149
- 17.14The Client Is an Asset of the Group149
- 17.15No Internal Competition to the Detriment of the Group149
- 17.16Fair Distribution of Results150
- 17.17Transfer Prices150
- 17.18Priority of the Project150
- 17.19Responsibility Must Remain Clear150
- 17.20Assistance Between Companies151
- 17.21Financial Independence151
- 17.22Shared Service Functions151
- 17.23Internal Service152
- 17.24Information Within the Group152
- 17.25Resolving Internal Conflicts153
- 17.26Escalation of Internal Disputes153
- 17.27One Brand153
- 17.28Expansion of the Group153
- 17.29SKRINEX Group as a Network of Competencies154
- 17.30The Core Principle of Collaboration154
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- 18.1Reputation as a Strategic Asset155
- 18.2Reputation Is Created by Actions155
- 18.3Every Employee Represents SKRINEX155
- 18.4Conduct on Site156
- 18.5Appearance and Professional Presentation156
- 18.6Communication with the Client157
- 18.7Professional Disagreement157
- 18.8Promises158
- 18.9Reputation and Quality158
- 18.10Reputation and Safety158
- 18.11Reputation and Financial Discipline158
- 18.12Confidentiality158
- 18.13Social Media159
- 18.14Official Public Statements159
- 18.15Conduct During a Crisis159
- 18.16Acknowledging a Mistake160
- 18.17Protection Against Unfounded Accusations160
- 18.18Relationships After a Conflict160
- 18.19The Reputation of Employees161
- 18.20No Public Humiliation161
- 18.21The Reputation of Partners161
- 18.22Whom We Do Not Want to Be Associated With161
- 18.23Reputation in the Labor Market162
- 18.24Reputation Within the Group162
- 18.25Reputation and the Long-Term Perspective162
- 18.26The SKRINEX Brand162
- 18.27A Unified Visual Presentation163
- 18.28Reputation Is Stronger Than Advertising163
- 18.29Every Project Leaves a Trace163
- 18.30The Core Principle of Reputation164
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- 19.1Growth as a Deliberate Process165
- 19.2The Quality of Growth Matters More Than Speed165
- 19.3Growth Must Rest on a System165
- 19.4New Markets166
- 19.5New Industries166
- 19.6New Companies Within the Group167
- 19.7Organic Growth and Acquisitions167
- 19.8Growth of the Client Base167
- 19.9Growth Together with Existing Clients168
- 19.10International Scaling168
- 19.11Growth of Workforce Potential168
- 19.12Growth from Within169
- 19.13Attracting Strong People from Outside169
- 19.14Investment in Training170
- 19.15Technological Growth170
- 19.16Development of Proprietary Products170
- 19.17Financing Growth171
- 19.18Reserves171
- 19.19Growth of Profit171
- 19.20Growth Without Losing the Culture172
- 19.21Standardization172
- 19.22Standardization Must Not Kill Flexibility172
- 19.23Measuring Growth172
- 19.24Ineffective Directions173
- 19.25Exiting a Project173
- 19.26Speed and Resilience174
- 19.27Long-Term Thinking174
- 19.28Ambition174
- 19.29Every Generation of SKRINEX Must Be Stronger174
- 19.30The Core Principle of Development175
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- 20.1One Group — Common Principles176
- 20.2Different Companies — One Culture176
- 20.3The Common Interest Above Local Convenience177
- 20.4Unity Does Not Mean the Absence of Boundaries177
- 20.5Shared Resources — a Common Advantage177
- 20.6A Uniform Standard Before the Client178
- 20.7One Brand — One Responsibility178
- 20.8No Internal Rivalry to the Detriment of the Group178
- 20.9Unity Before the Outside World179
- 20.10Shared Responsibility for a Problem179
- 20.11Shared Responsibility for Success179
- 20.12Sharing Best Practices180
- 20.13One Mistake Must Not Be Repeated Across Companies180
- 20.14Shared Technological Solutions180
- 20.15A Common Workforce Potential180
- 20.16Unity in a Crisis181
- 20.17Unity Without Bureaucracy181
- 20.18Common Strategy — Local Initiative181
- 20.19A Company Head Is Part of the Group's Leadership182
- 20.20The Principle of Mutual Support182
- 20.21A Common Name Requires a Common Level182
- 20.22Expansion Must Strengthen Unity183
- 20.23Unity Through the Constitution183
- 20.24The Essential Above the Structure183
- 20.25SKRINEX Group as a Single System184
- 20.26The Strength of the Group184
- 20.27The Formula of Unity184
- 20.28The Core Principle of Unity of SKRINEX Group184
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- 21.1The Purpose of the Constitution186
- 21.2The Priority of Law186
- 21.3The Uniform Binding Force of the Principles186
- 21.4The Constitution as a Reference Point for Decisions187
- 21.5The Question That Must Be Asked187
- 21.6The Responsibility of Management187
- 21.7Familiarizing Employees188
- 21.8Inclusion in Onboarding188
- 21.9The Constitution and Internal Policies188
- 21.10The Constitution Must Not Create Excessive Bureaucracy189
- 21.11Violations of the Principles189
- 21.12The Right to Raise a Concern189
- 21.13The Principle of Good Faith190
- 21.14Revision of the Constitution190
- 21.15What Must Not Change Easily190
- 21.16The Procedure for Amendment191
- 21.17A Living Document191
- 21.18Continuity191
- 21.19The Responsibility of Future Leaders192
- 21.20The Constitution and the Growth of the Group192
- 21.21Different Countries — One Foundation192
- 21.22It Is Not the Document That Creates the Culture192
- 21.23From Words to Practice193
- 21.24The Main Criterion193
- 21.25What We Want to Leave Behind193
- 21.26The Final Formula of SKRINEX194
- 21.27Final Statement194
The Group is built on the many years of experience of specialists at all levels: from skilled workers to engineers, builders, mechanics, installers, fitters, welders, and other experts who have carried out a significant volume of complex construction and installation works. These include the installation and commissioning of sophisticated metallurgical equipment, the production of metal structures of various complexity, and the manufacture of concrete products (paving slabs, road and kerb stones, and construction blocks) for industrial and civil construction, manufacturing, and design purposes.
SKRINEX’s experience is founded on the deep knowledge, skills, and technical expertise of our engineers, gained in Ukraine — a country with a long and distinguished history in the steelmaking industry. Our roots lie in Ukraine, where we began our operations by working with leading enterprises of the Ukrainian metallurgical sector. The technical strength of the Group is based on a unified team of highly qualified specialists with many years of experience in assembly, installation, and construction works on major industrial and metallurgical projects.
EXPERIENCE IN IMPLEMENTING LARGE PROJECTS
The SKRINEX team has built a substantial portfolio of successfully executed industrial projects across Ukraine and Europe, demonstrating its capability to deliver complex construction, installation, and commissioning works under stringent technical, schedule, and safety requirements. The projects listed below reflect the experience of the specialists within our team in carrying out large-scale assignments at operating metallurgical plants, greenfield sites, and critical infrastructure facilities — often in cooperation with international OEM suppliers and EPC contractors. This track record confirms SKRINEX’s ability to integrate effectively into multidisciplinary project environments and to provide reliable, high-quality performance throughout all stages of execution.
RECENT EXPERIENCE
During the period from 2019 to 2022, our companys specialists completed the following works for the orders of Metinvest Holding LLC assets:
- Overhaul of PA 6738 press with a force of 630t RMTS-6 for Metinvest - Mariupol Machining and Repair Plant LLC (MRMZ).
- Overhaul of shot-blasting chamber No.1 of the foundry shop No.1 for Metinvest-MRMZ LLC, including the restoration of the aspiration system.
- Repair of hydraulic cylinders for electrode lifting in the ladle furnace-converter shop of Azovstal Iron Steel Works.
- Repair of gear unit block for rolling stand R2 LPCT-1700 of Illich Iron Steel Works. Repair of the upper knife drum assembly of the Continuous Hot Press (CHP) line of the APR (Assembly/Processing/Repair) workshop at Illich Iron Steel Works.
- Repair and reconstruction of screw conveyors in the dust discharge system of Azovstal Iron C Steel Works.
- Overhaul of slag skimmer machine for Azovstal Iron Steel Works.
- Installation of ladle lining scanner KS-350 in the converter shop of Azovstal Iron Steel Works (turnkey project: working design, manufacturing and supply of materials, installation, and commissioning).
- Participation in the construction of the Continuous Casting Machine at Illich Iron Steel Works (Building of CCM No.4, Ladle Furnace Installation, Gas Cleaning, Water Management
- Block, Water Tower, Transformer Substation 110/35 kV, High Voltage Line 110 kV, Slab Storage Warehouse, Railways/Highways, Compressor Station).
- Reconstruction of the LPCT-1700 rolling mill, foundation work for new equipment while the mill is in operation, installation of a reversible stand (400t) using MAMMOET lifting equipment, installation of an Intermediate Rewinding Device (COIL BOX), installation of winders, installation of roller table sections, and milling of finishing stand housings for overlays.
- Reconstruction of the sinter plant: bag filters, conveyors, gas ducts.
- Major renovation of the dormitory building
- Construction of a water sports complex
- Reconstruction of the historic site Water Tower
2013–2014 – Ukraine, Kamianske, Dnipropetrovsk region. Works at Dnieper Metallurgical Combine DMKD (renamed as Kamet Steel) including:
- Full cycle of works for Pulverized Coal Injection (PCI) complex (manufacturer: Paul Wurth)
- Construction of the structural framework
- Installation of technological equipment and process pipelines
2016–2017 – Ukraine, Mariupol, Donetsk region. Works at Ilyich Iron and Steel including:
- Construction and installation of the CCM-4 (continuous casting complex)
- Erection of steel structures
- Installation of technological equipment and process pipelines
2018–2023 – Ukraine, Mariupol and Dnipro. Civil construction Works including:
- Construction of Polyclinic No.10
- Restoration of the historic water tower
- Reconstruction of a dormitories for civilians affected by Russian aggression
- Works for the construction of an industrial park
Our experts previously worked with some of Ukraine’s most reputable installation and construction enterprises, including:
- Specialised Erection and Construction Division No. 112 “Stalkonstruktsiya” (Mariupol);
- “SU Metallurgmontazh-10” LLC (Mariupol);
- “Yuzhspetskonstruktsiya” LLC (Synelnykove);
- “Metinvest Engineering” LLC (Mariupol);
- “Metinvest – Mariupol Mechanical Repair Plant” LLC (Mariupol);
- “Duglas Alliance” Ltd (Ukraine, UK).
Installation of a product
on line for reinforced concrete products at our own manufacturing facility
INSTALLATION OF HEAVY EQUIPMENT
laser scanner for steel ladles 350 tones
CURRENT EXPERIENCE
2023–2024. France, Fos-sur-Mer. Works at ArcelorMittal Fos-sur-Mer including:
- Installation of wire-feeding structures
- Pre-assembly of gas ducts
- Installation of thermal protection shields on beams
- Participation in the erection of the ladle furnace
- Cladding of the MHS supporting structure
2024 – Present. Luxembourg, Esch-sur-Alzette. Works at ArcelorMittal Belval including: MHS:
- Expansion of existing production buildings
- Installation of a new 1,000 m³ silo
- Dismantling of old conveyors and installation of new ones
- Tilting platform
- Lower furnace shell
- Upper furnace shell
- Furnace roof
- Gantry portal
- Portal with roof-lifting hydraulic cylinder and electrode holder
- Anode stand
- Refractory lining platform for the lower furnace shell
- Combustion chamber
- Off-gas duct from the combustion chamber to the gas-cleaning system
- Turnkey installation of two cross-transfer cars
- Installation of walking beams and fixed beams of the cooling bed
- Fabrication and installation of associated steel structures
- Installation of the vacuum vessel (steel processing capacity: 120 tonnes)
- Piping system of the movable platform and vacuum cover
- Auxiliary equipment, wire feeding mechanisms, and a set of pneumatic and hydraulic cylinders
For all types of works, our company developed detailed operating procedures and a technology plan for modular (pre-assembly) installation of steel structures and equipment, based on the conditions and parameters of the operating shop, including the capacities of the existing overhead cranes. The weight of the pre-assembled modules ranged from 60 to 85 tonnes, with the maximum assembled structure reaching 325 tonnes.Complex tandem lifts using two mobile cranes were carried out, with lifting points and connection nodes designed and strength-calculated by our in-house specialists. All works were executed with high precision under the supervision of our company’s geodetic engineer.
2025. Germany, Unterwellenborn. Works at Stahlwerk Thüringen including:
- Installation works for the electric arc furnace roof
more experience...
Partners
Tech Capability
Reference
Certificates
SCC** certificate
SKRINEX INDUSTRIAL
SKRINEX DE
SKRINEX URBAN
Certification applies to the certified SKRINEX Group entities only. SKRINEX Urban Ltd is a member of SKRINEX Group but is not currently included within the scope of certification.
☎️ Deputy Director
Taras Havryshkiv
+48 722 747 727 t.me/havryshkivtaras t.havryshkiv@skrinexgroup.com
